published_or_final_version / Business / Doctoral / Doctor of Philosophy

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本论文由两个供应链模型组成，是关于定价、渠道结构和策略消费者行为的综合研究。 / 由于互联网和电子商务的出现，在过去几年中大量创新的销售策略被引入到在线旅游业内。在第一部分中，我们主要研究了策略消费者的情绪因子（后悔）和不同的信息结构在“买方自主定价“渠道中的影响。通过加入策略消费者的预期后悔，我们首先刻画了每个消费者的购买渠道选择和投标策略，然后导出了以最大化利润为目标、具有双渠道结构的寡头服务供应商的贝叶斯纳什均衡，通过比较得到服务供应商的最优销售渠道选择和最优定价。最后，我们评估了不同类型的预期后悔（预期作为后悔和预期不作为后悔）对服务供应商定价，总利润和最优销售渠道选择的影响。对不同的信息结构按照相同的逻辑也做了分析。 / 另一方面，随着公众越来越意识到环境问题，绿色供应链管理已经得到了越来越多的关注。在第二部分中，我们建立了公司在两个部门下分别管理其新产品和可区分的再制造产品的定价模型。我们首先把在两个独立市场下的研究作为这一问题的基准，然后得到了在同一市场的广义模型下，集中式系统的最优定价以及分散式系统的纳什均衡结果。通过对确定性模型的分析和数值试验，得到了管理上的一些洞识。 / This thesis, consisting of two supply chain models, is an integrated study of pricing, channel structures and strategic consumer behavior. / Due to the the emergence of internet and e-commerce, masses of innovative selling strategies have been introduced in the online travel industry over the past few years. In the first part, we mainly investigate the impact of the strategic consumer’s emotional factor (regret) and the alternative information structure on the Name-Your-Own-Price (NYOP) channel. By incorporating the strategic consumers’ anticipated regret, we first characterize the optimal channel choice and bidding strategy for each consumer. Then we derive the Bayesian Nash equilibrium for a profit maximizing monopoly service provider with a dual channel. Optimal channel selection, followed by the corresponding optimal pricing decision, are obtained via comparison. Finally, we evaluate the impact of different types of anticipated regret - action regret and inaction regret - on the service provider’s pricing, overall profit and optimal channel selections. The alternative information structure could be analyzed following the same logic. / On the other hand, Green Supply Chain Management has gained increasing attention as the public becomes more aware of environmental issues. In the second part, we examine a pricing model for a firm that manages both new and differentiated remanufactured products under two divisions. We first investigate the problem under two independent markets as a baseline, and then derive the optimal pricing decisions in a centralized system as well as the Nash equilibrium results in a decentralized system for the general model under one market. Several managerial insights are obtained from the deterministic model and numerical study. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Jiang, Jun. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2012. / Includes bibliographical references (leaves 113-124). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese. / Table of Contents --- p.x / Chapter 0 --- Notation / Chapter 1 --- Introduction --- p.1 / Chapter 2 --- Sell through an NYOP Channel: Information and Regret --- p.6 / Chapter 2.1 --- Introduction --- p.6 / Chapter 2.2 --- Literature Review --- p.11 / Chapter 2.2.1 --- Regret Theory --- p.11 / Chapter 2.2.2 --- Name-Your-Own-Price Selling Mechanism --- p.13 / Chapter 2.3 --- The General Model and Assumptions --- p.16 / Chapter 2.4 --- Consumer Regret --- p.19 / Chapter 2.4.1 --- Consumer Inaction Regret --- p.20 / Chapter 2.4.2 --- Bayesian Nash Equilibrium with Inaction Regret --- p.29 / Chapter 2.4.3 --- Consumer Action Regret --- p.32 / Chapter 2.4.4 --- Comparison --- p.35 / Chapter 2.5 --- Consumer Information --- p.40 / Chapter 2.5.1 --- Clear Capacity --- p.40 / Chapter 2.5.2 --- No Commitment of Clearing Capacity --- p.43 / Chapter 2.6 --- Extensions --- p.45 / Chapter 2.6.1 --- Vertical Integration of the NYOP Channel --- p.45 / Chapter 2.6.2 --- Optimal Linear Pricing Contract --- p.47 / Chapter 2.7 --- Numerical Study --- p.50 / Chapter 2.7.1 --- The Impact of Inaction Regret --- p.50 / Chapter 2.7.2 --- The Impact of Action Regret --- p.55 / Chapter 2.7.3 --- The Impact of Information --- p.59 / Chapter 2.8 --- Summary --- p.61 / Chapter 3 --- Intra-firm Competition in Manufacturing and Remanufacturing Operations --- p.62 / Chapter 3.1 --- Introduction --- p.62 / Chapter 3.2 --- Literature Review --- p.65 / Chapter 3.3 --- The Model --- p.67 / Chapter 3.4 --- Random Return --- p.68 / Chapter 3.4.1 --- Independent Market --- p.69 / Chapter 3.4.2 --- Centralized System --- p.70 / Chapter 3.4.3 --- Decentralized System --- p.72 / Chapter 3.4.4 --- Multiplicative Return Form --- p.81 / Chapter 3.4.5 --- Efficiency Improvement Methods --- p.83 / Chapter 3.5 --- Deterministic Model --- p.85 / Chapter 3.5.1 --- Independent Market --- p.85 / Chapter 3.5.2 --- Centralized System --- p.86 / Chapter 3.5.3 --- Decentralized System --- p.89 / Chapter 3.5.4 --- Coordination --- p.92 / Chapter 3.6 --- Numerical Study --- p.94 / Chapter 3.6.1 --- The Impact of System Parameters --- p.94 / Chapter 3.6.2 --- Deterministic Model --- p.97 / Chapter 3.6.3 --- Efficiency Improvement Comparison --- p.99 / Chapter 3.7 --- Summary --- p.100 / Chapter 4 --- Conclusion --- p.101 / Appendix / Bibliography --- p.113

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The importance of coordination between independent organizations in a vertical distribution system is stressed in most discussions of marketing channels and inter-organizational relations. The nature and structure of the vertical relation affording effective coordination between autonomous firms or units has been a matter of research interest as well as managerial concern. This thesis attempts to develop and empirically validate a model for understanding the institutional mechanisms for coordination between firms vertically related to each other. An emerging notion in organizational theory and economics is that the firm is a nexus of contracts and economic activities of the firm are governed by contracts ranging from the simple price-quantity contract to more complex adaptive as well as employment contracts. While most or all inter firm relations would be governed by a basic contract, the institutional framework under which any relation would be organized would vary with respect to the use of detailed, sequential contracts; pledges, guarantees and other informal or implicit agreements; and, power, dependency and centralized decision-making. The three institutional mechanisms, contracts, informal agreements, and coalitions differ with respect to their use of bonding mechanisms, power, conflict resolution, and enforcement of obligations. This research attributes the relative predominance of any one institutional mechanism in the vertical relation to relevant industry/market characteristics and firm/transaction considerations within a model unifying theories and concepts from diverse disciplines. Empirical validation of the conceptual model is through a field survey (mail questionnaire) of respondents (mainly top and middle management personnel) drawn from some representative industries. The structural form of the interrelationships between the hypothesized constructs are examined through simultaneous equations modeling and the three-stage least squares estimation procedures. The institutional environment is thus more realistically presented as arising from a combination of environmental and rational selection factors. Moreover, the economic, strategic, relational and transactional properties of inter-organizational relations are considered in one integrated framework. It is hoped that the findings of the study would lead to future theoretical insights that consider the economics, sociology and politics of organizations in a more integrative and realistic framework. / Ph. D.

by Ip Sum-Sum. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 36-37). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iv / LIST OF CHARTS/ TABLES --- p.v / Chapter CHAPTER I --- INTRODUCTION --- p.1 / Definition of Channel Management --- p.1 / Critical Success Factor of Channel Management --- p.2 / Objective of the Study --- p.5 / Methodology --- p.7 / Research Design --- p.7 / Limitation --- p.8 / Chapter CHAPTER II --- INDUSTRY BACKGROUND --- p.9 / The Unit Trust / Mutual Funds Industry in Hong Kong --- p.9 / Definition of Unit Trusts/ Mutual Funds --- p.10 / Unit Trusts Business Growth --- p.10 / Chapter CHAPTER III --- CHARACTERISTICS OF THE UNIT TRUSTS DISTRIBUTION CHANNEL --- p.13 / Three Level Conventional Marketing Channel --- p.13 / Multi-Relationships in Channel Management --- p.14 / Clear Division of Work and Responsibilities --- p.16 / Marketing Cooperation --- p.16 / Transactions Handling and Servicing --- p.18 / Commission Based Revenue Sharing Mechanism --- p.18 / Chapter CHAPTER IV --- EVALUATION OF THE EXISTING UNIT TRUSTS CHANNEL --- p.20 / Cost Perspective --- p.20 / Cost Effectiveness to Tackle the Mass Market --- p.20 / Customer Base Leveraging --- p.21 / "Standard Products, Standard Price" --- p.22 / Adaptation Perspective --- p.23 / Flexibility in Alignment with Business Strategies --- p.23 / Control Perspective --- p.24 / Control in Communication --- p.24 / Possible Differences in Business Priorities --- p.25 / Business Flexibility Being Limited --- p.27 / Chapter CHAPTER V --- DILEMMA IN THE EXISTING CHANNEL MANAGEMENT --- p.28 / Chapter CHAPTER VI --- HINDRANCES TO THE INDUSTRY - OTHER FACTORS --- p.30 / Overall Investment Environment --- p.30 / Hong Kong Investors' Attitude --- p.30 / Regulatory Regime --- p.31 / Chapter CHAPTER VII --- RECOMMENDATIONS --- p.32 / Focused Approach in Distribution Relationship --- p.32 / Focused Approach in Target Segment --- p.32 / Strategic Alliance --- p.33 / Technology- Led Information Delivery --- p.33 / Periodic Checks with the Distributors --- p.34 / Product Development According to the Needs of Distributors --- p.34 / Chapter CHAPTER VIII --- SUMMARY AND CONCLUSION --- p.35 / BIBLIOGRAPHY --- p.36

孫黎. / 本論文於1997年10月呈交. / 論文(碩士) -- 香港中文大學硏究院工商管理學部, 1998. / 參考文獻: leaves 138-147. / 中英文摘要. / Sun Li. / 摘要 --- p.1 / Chapter 壹 --- 緖言 --- p.3 / Chapter 貳 --- 文獻評論 --- p.8 / Chapter 一、 --- 循環論 --- p.8 / Chapter 二、 --- 衝突論 --- p.11 / Chapter 三、 --- 生態論 --- p.12 / Chapter 四、 --- 制度論 --- p.13 / Chapter 參 --- 交易成本理論框架 --- p.14 / Chapter 一、 --- 市場學中的交易成本理論 --- p.14 / Chapter 二、 --- 甚麼是交易成本 --- p.16 / Chapter 三、 --- 交易成本理論的假設 --- p.18 / Chapter 四、 --- 決定治理結構的因素 --- p.20 / Chapter 五、 --- 渠道治理結構的形式 --- p.23 / Chapter 肆 --- 制度演化分析框架 --- p.32 / Chapter 一、 --- 甚麼是市場 --- p.32 / Chapter 二、 --- 制度的內涵 --- p.33 / Chapter 三、 --- 制度與渠道演變的軌跡 --- p.35 / Chapter 四、 --- 制度演變與學習適應 --- p.40 / Chapter 五、 --- 制度演變的模型 --- p.43 / Chapter 六、 --- 作爲適應性機制的渠道 --- p.46 / Chapter 伍 --- 中國市場渠道分析框架 --- p.50 / Chapter 一、 --- 美國市場渠道的變革史 --- p.51 / Chapter 二、 --- 中國渠道結構的演變 --- p.52 / Chapter 陸 --- 實証分析 --- p.72 / Chapter 一、 --- 機會主義與制度分析 --- p.73 / Chapter 二、 --- 層級體系的分權化演變 --- p.88 / Chapter 三、 --- 計算機市場渠道分析 --- p.97 / Chapter 四、 --- 批發市場的興起 --- p.107 / Chapter 五、 --- 國有商業企業的發展 --- p.116 / Chapter 染 --- 結論與建議 --- p.130 / Chapter 一、 --- 總結 --- p.130 / Chapter 二、 --- 理論應用與發展 --- p.131 / Chapter 三、 --- 政策與策略管理的建議 --- p.133 / Chapter 四、 --- 硏究限制 --- p.136 / Chapter 捌 --- 參考文獻 --- p.138 / 附錄中英專有名詞翻譯對照 --- p.148

Thesis (MPAM.) -- University of Limpopo, 2021 / The South African government introduced the Supply Chain Management Framework in 2003, with a vision of creating a seamless system intended to play a critical role in service delivery to communities while achieving the objectives of cost-effectiveness, fairness, equity, transparency and ethics. This study focused on the impact of Supply Chain Management Policy Implementation in the Limpopo Office of the Premier. Qualitative data were collected, primarily in the form of semi-structured interviews using an interview schedule consisting of both closed and open-ended questions with the Chief Financial Officer, Director (SCM), Deputy Directors (Demand, Acquisition, Logistics and Inventory, Asset and Transport Management) and SCM nineteen SCM practitioners. These officials provided sufficient information concerning the effect of Supply Chain Management policy implementation in the Limpopo Office of the Premier. The study established that failure to implement SCM policy hurts service delivery. The effective implementation results in improved service delivery, whereas poor implementation results in the poor quality of service to the public, fraud and corruption, irregular and fruitless expenditures as well as negative departmental image.

M.Com. (Marketing Management) / The majority of resources in the distribution channels for the perishable market in South Africa, have mostly been directed towards the formal sector. Since macro statistics showed that the informal sector's growth rate is 5 % to the 0,5 % per annum for the formal sector, companies have started to allocate resources towards distribution channels in the informal sector. Distribution channels in the informal sector are mainly characterised by two factors: Firstly a lack of knowledge concerning distribution channel management and strategies by the perishable market and in particular the organisation that was selected as focus, namely Sacca, and secondly, a lack of workable systems and infrastructure. The purpose of this study is, firstly to determine the level of distribution channel management in the perishable market of Southern Africa. This will enable organisations to formulate a framework for a distribution channel strategy to develop the informal sector. Secondly, to determine the potential of such a distribution channel into the informal sector. The methodology used to meet the above mentioned objectives consisted of a literature survey that defined the study and set out the current state of knowledge on the subject. Secondly field visits were conducted with business leaders from Sacca and with leaders in the field of informal sector studies to collect specific information on selected issues. Personal observation followed with a comparative analysis of Sacca in the areas of channel management and strategies were carried out. The major findings of the study are, firstly that traditional channel management is still being practised by the majority of organisations. Organisations are not correctly positioned to create the necessary structure whereof responsibility is a part. Secondly trends can be identify to make it easier for the organisation to enter the market. Thirdly organisations have limited knowledge about the informal sector's structure, opportunities and threats. Lastly that the importance of a distribution channel strategy framework can never be overestimated.

Only a few middlemen linking chemical intermediate product supply to world tyre productions have managed to survive new direct business models. In fact, the only region, where the practice of using a middleman in the supply chain of tyre production, for a certain primary manufacturer, is in South Africa. Tyre producers in other world regions, similar in market complexity to South Africa, have experienced the elimination of the middleman. Hence the question of this research, why is the middleman in the supply chain of tyre production in South Africa still a better option than that of direct business models? To begin with, the thesis stated that the middleman in the supply chain of South African tyre producers delivers better value than that of the direct business model. To prove/disprove this thesis, the principle that value is a trade-off between what you get for what you give was the basis of this research (Zeithaml, 1998). Further, a model was developed, from secondary literature, to conceptualise this trade-off to provide evidence to prove/disprove that the middleman provides greater value than value from the direct business model. From this point, the research approach was to collect data through interviews to find out the most important aspect of value created by the middleman. Data collected were analysed, using the structure of the model as a guide, to find evidence of the trade-off. This analysis provided evidence that the relationship between the middleman and the tyre producers in South Africa and between the middleman and primary product supplier is the value that the direct business model cannot replace.